Why many managers do not manage well

“One day,” says the hard-working employee, “My manager pulled up in his brand-new Lexus, and I couldn’t help but admire it. “Nice car,” he said as his manager got out.

Noticing his admiring looks, the newly promoted manager puts his arm around the guy and says, “Work hard, sacrifice, put the hours in, and I’ll have an even better one next year.”

Have you ever met bosses who ooze with charm? I have. When they walk into the office, the younger girls giggle while the men are envious. It’s like a scene taken out of a typical K-Drama playbook. However, once this individual starts working and interacting with their team, admiration for their appearance quickly fades away as their incompetence in leading people becomes apparent.

One of the most widespread issues in the workplace is poor leadership. A key factor contributing to this problem is our societal tendency to equate personality traits such as charisma with effective leadership when, in reality, they often signify narcissism. Once they assume their positions, these individuals drive away their talented staff. Employees seek transfers or resign, not due to pay, perks, or company culture, but because they cannot tolerate their boss.

Personality isn’t the sole factor behind the widespread dislike of bosses. Many individuals ascend to management positions based on their job performance yet receive minimal or no instruction on leading others. Furthermore, their managers often lack leadership training, leaving them to navigate leadership responsibilities through trial and error. And this can be disastrous for the business and the organization.

Occasionally, you are fortunate because you are granted the gift of a manager with high emotional intelligence (EQ) who diligently strives to understand and collaborate effectively with their team. However, the reality for many is quite different. They find themselves caught in the middle, navigating without direction or grappling with a boss who needs more competence. This often leads to frustration and, ultimately, resignation. Research indicates that roughly 50 percent of resignations are triggered by discontent with a manager. However, individuals seldom disclose this reason during exit interviews. Even if they do, Human Resources (HR) may only document it if there’s a recurring pattern. Time constraints often limit the thoroughness of HR investigations.

But what if we regarded management with the level of attention and importance it deserves and invested in prioritizing equipping individuals with the necessary resources for success upon their promotion?

New managers frequently face a significant challenge: they’re often promoted for reasons unrelated to their managerial capabilities. Their promotion may result from their strong performance as individual contributors, the availability of an open position, their high productivity, or the company’s desire to retain them.

Companies must often adequately prepare new managers to transition from individual contributors to people managers. The shift in responsibilities requires a different skill set and mindset, yet many new managers need help to figure it out, grappling with unfamiliar expectations and responsibilities.

The good news is that this trend is evolving, which is evident in the increasing number of clients seeking long-term leadership training. This demand extends beyond current managers to encompass high-potential future leaders identified within their talent pipeline.

An effective manager prioritizes leadership activities, dedicating the majority of their time to guiding their team. Leadership encompasses fostering relationships, nurturing trust, overseeing tasks, facilitating career growth, and addressing challenges. Technical aspects or tasks that were predominant during their time as an individual contributor should only occupy a small portion of their managerial duties.

Another mistake the inadequately trained managers make that infuriates their downlines is micromanaging. Inexperienced managers resort to micromanaging because they feel they need to gain control of the work and trust their employees to do it how they would.

However, great managers who have undergone leadership training explain the why and let their employees figure out the how. They communicate expectations clearly, then get out of the way and focus on the outcome, not the process.

Here is how we help managers improve:

Equip them with leadership skills

Equip the managers with essential skills, empowering them to lead with confidence and impact.

Broaden Business Acumen

Expand the managers’ awareness of global and industry trends, ensuring they drive purposefully and understand the broader context of their actions.

Invest in Continuous Learning

Encourage managers to engage in industry seminars, leadership conventions, and sessions led by SMEs (Subject Matter Experts) to inspire fresh perspectives and innovative thinking.

Prioritize Long-Term Development

Champion management and mentoring programs while building a pipeline of future leaders within your organization. Always remember: Success without succession is failure. While charm is valuable, competence is paramount. Charm without competence is mere chicanery.

Only a few more seats and days to go: May 15, 2024! Join Francis Kong and Industry Leaders at One Ayala, Makati, for his Level Up Leadership - The Next Edge. Learn to navigate challenges and change to achieve success in business, career, and life. Contact April at +63928-559-1798 or Savee at 0917-533-6817. Visit www.levelupleadership.ph to secure your spot.